For principals who divide their time between properties in different countries, staffing is rarely straightforward. A London townhouse, a country estate, a villa in the South of France, an apartment in New York – each property operates differently, with its own rhythm and staffing requirements.
Principals who maintain multiple properties often find that staffing decisions become more complex as their household expands across several locations.
The question of how to staff across multiple homes comes up regularly. There is no single correct answer, but there are patterns that tend to work well and pitfalls worth avoiding.
Three common approaches
Most principals settle on one of three models, or a combination of them.
The first is to hire locally at each property. Staff are based permanently at each residence and know the property intimately. This works well for homes that are used regularly or require year-round upkeep, and it avoids the complexity of relocating employees across borders.
The second is to build a small travelling core team. A principal may have a Housekeeper, PA, or Chef who moves with them between residences, providing continuity and familiarity regardless of location. This suits principals who prefer consistency in how their household runs, or who have particular requirements around diet, routine, or personal preferences.
The third is a hybrid model. A permanent local team handles property maintenance and day-to-day operations, while key staff travel with the principal during visits. This balances continuity with practicality.
What tends to drive the decision
Several factors shape which model suits a particular household.
Frequency of use matters. A property visited twice a year has different staffing needs than a home used for three months at a time. Principals often underestimate how much upkeep an empty property still requires, particularly older homes or those with grounds.
Immigration and employment law play a role. Moving staff between jurisdictions raises questions around visas, tax, and employment status. Some principals establish formal arrangements allowing key staff to work internationally. Others prefer to avoid the complexity entirely and hire locally.
The nature of the role is relevant. A Private Chef or PA may travel easily. A Housekeeper with school-age children may not. Assumptions about flexibility should be tested early in any hiring conversation.
Cost is a consideration, though rarely the deciding factor at this level. Maintaining full teams at multiple properties is expensive. A leaner structure with travelling staff and local support can be more efficient, but only if the logistics are managed well.
Where things tend to go wrong
The most common issues arise from unclear expectations.
Staff at secondary residences sometimes feel overlooked or disconnected from the household. Without regular contact or clear reporting lines, standards can drift. In practice this often shows up in small ways – supplies not stocked as expected, maintenance issues left unresolved, or preparations missed before the principal arrives.
Travelling staff can experience fatigue or resentment if the arrangement is not genuinely mutual. What looks like an exciting opportunity on paper can become wearing if the role lacks structure or boundaries.
Handovers between local and travelling staff require attention. When a Chef arrives at a property and finds the kitchen poorly stocked or maintained, or a PA discovers local staff have made commitments on the principal’s behalf, friction follows.
Making it work
Households that manage multiple residences well tend to share a few characteristics.
Clear role definitions help. Each staff member should understand their responsibilities, who they report to, and how their role fits with others in the household. This is especially important when staff operate across different properties or time zones.
A single point of coordination is valuable. Whether this is an Estate Manager, Chief of Staff, or senior PA, someone needs oversight of the whole picture. Without this, communication gaps appear and small problems escalate.
Regular check-ins matter. Staff at secondary residences benefit from consistent contact, even when the principal is elsewhere. This maintains standards and keeps people engaged.
Honesty during recruitment helps avoid problems later. If a role involves significant travel or relocation, this should be discussed openly before an offer is made. Candidates who are genuinely comfortable with mobility tend to stay longer than those who accepted reluctantly.
A final thought
Staffing across multiple residences is more logistical than conceptual. The challenge is not just finding good people – it is creating structures that allow them to do their best work, regardless of which property they are in.
Households that invest time in getting this right tend to experience fewer surprises and longer staff tenure. Those that treat it as an afterthought often find themselves recruiting more frequently than they would like.
If you are reviewing how your household operates across properties, the team at 19 London can help you think through the structure and identify candidates suited to international or multi-residence roles.
Contact us to discuss your requirements.